Transcript Slide 1

Feedback on the findings of the Comprehensive
Assessment of Local Government
iLembe District “family” of Municipalities
with special focus on the
Ndwedwe Local Municipality
Comprehensive Assessment Outline
• The assessment focused on challenges in the following
areas:
– Political stability;
– Political-Administrative interface;
– Public Participation;
– Council Oversight;
– Financial Management;
– Cooperative Governance; and
– Service Delivery
Data Collected
• The interviews were based on a set of 120 questions
developed by the Department of Cooperative
Governance and Traditional Affairs directed to
different stakeholder groupings. These included:
– Political Stakeholders: Mayors, Speakers, EXCOs,
Councils and political party caucus Chairpersons
– Administrative Stakeholders: Municipal Managers,
Section 57 Managers, and trade unions
representatives
– Community Stakeholders: Amakhosi, Ward
Committees, CDWs, Rate Payers Associations,
and other civic society organisations; and
– Business representatives
District Profile
District Profile
MUNICIPAL COUNCIL PROFILE
POPULATION WARDS
GRADING
NUMBER OF COUNCILLORS
COUNCIL
EXCO
FULLTIME
Ilembe
528 199
66
4
29
5
6
Mandeni
122 665
16
3
32
6
1
KwaDukuza
162 055
20
4
40
13
9
Ndwedwe
134 322
19
2
37
7
2
Maphumulo
109 157
11
2
21
4
1
District Profile
MUNICIPAL ADMINISTRATION PROFILE
MUNICIPALITY
NO. OF
STAFF
SECTION
57
MANAGER
POSTS
SECTION
57 POSTS
FILLED
CDWS
CREDIBILITY
OF IDP (%)
Ilembe
327
6
5
30
89
Mandeni
151
5
4
8
74
KwaDukuza
764
6
6
4
89
Ndwedwe
60
4
3
10
71
Maphumulo
39
2
2
8
63
District Profile
MUNICIPAL FINANCE PROFILE
MUNICIPALITY
TOTAL
AUDITED
INCOME
07/08
MIG 08/09
MIG 09/10
AG
REPORT
06/07
AG
REPORT
07/08
Ilembe
193 710 816
86 620 816
105 095 496
Qualified
Qualified
Mandeni
90 099 523
11 233 583
15 191 103
Qualified
Unqualified
KwaDukuza
431 821 785
15 890 134
20 744 357
Unmodified
Unqualified
Ndwedwe
42 293 813
10 662 790
14 510 395
Unmodified
Unqualified
Maphumulo
17 727 069
8 690 852
12 158 724
Qualified
Qualified
GOVERNANCE – RELATIONSHIPS
• The ANC is the ruling party and the IFP the opposition party.
• Generally the political relationship is good, but anchored in rivalry.
• The relationship between the Mayor and Speaker is good and based on
relevant legislation.
• There is a written set of delegations, in terms of Section 59 of the
Municipal Systems Act between the Offices of the Mayor and the
Speaker.
• Delegated authority is exercised satisfactorily and there is a written
document specifying the roles and responsibilities of all political
functionaries and structures, and of the Municipal Manager in terms of
Section 53 of the Municipal Systems Act which has been approved by
Council.
• A Policy on Delegation of Powers has been workshopped and approved
by Council.
GOVERNANCE – RELATIONSHIPS
• Although the relationship between parties represented in the EXCO
appears to be cordial, the EXCO was not given an opportunity to express
concerns with regard to the suspension of Section 57 employees.
• Within Council there is openness and free expression of divergent views
by parties.
• The relationship between the District and the Local Municipality at political
level is good and is characterised by regular communication through IGR
Structures.
• There are challenges with regard to regulation and formalisation of the
relationship between the Political Office Bearers and the Administration.
GOVERNANCE COUNCIL SYSTEMS AND PROCEDURES
• The relationship between Council and communities is based on a
Framework for Community Participation that has been adopted by
Council.
• EXCO and Council adopt a reviewed IDP Process Plan annually, which
sets out all public participation processes/mechanisms.
• The Mayor and the Speaker provide strategic leadership in Council and
set out monthly programmes to be carried out. A monthly publication has
been launched to report progress on the programmes of Council to
Councillors, officials, community and other stakeholders.
• Although no Community Survey was carried out in the municipality, Ward
Committee meetings headed by Councillors and monitored by the
Speaker serve this purpose. It is also claimed that the District Municipality
undertook such a survey, even though there is no report or evidence in
this regard.
GOVERNANCE COUNCIL SYSTEMS AND PROCEDURES
• The Council does not have a functional Complaint Management System,
although it claims to have an ad hoc arrangement in this regard.
• Public Participation officials have been appointed to manage Ward
Committees. The officials report to the Municipal Manager, who then
reports to Council.
• Regular feedback meetings are convened by the Speaker’ Office. The
officials sit in Ward Committee meetings and provide feedback.
• The Council has a dedicated but limited budget for the operational
expenses of Ward Committees that covers expenses, training etc.
• Traditional Leaders are represented in Ward Committees in the form of a
Joint Coordinating Committee, however, the relationship needs
refinement.
GOVERNANCE COUNCIL SYSTEMS AND PROCEDURES
• The municipality has 10 CDW’s that are active in 19 wards. Although the
CDW’s are supposed to be managed in the Municipal Manager’s office,
their utilisation is a challenge as they are managed, or report to the
Provincial Department. There is a concern with regard to the
effectiveness of CDW’s being affected by politics.
• The extent of the Oversight Role by Councillors in the municipality is
limited. The Council has not yet adopted a Framework on Councillor
Oversight, although it is currently being developed.
• The Administration does not compile monthly Oversight Reports to
Council, however, financial reporting is regular. A municipal SCOPA has
also not been established and there is still consultation with other
municipalities.
• There is relative weakness in the role and responsibilities of Councillors in
relation to service delivery issues. Some Councillors lack advocacy and
communicative skills to report back to the community.
FINANCIAL MANAGEMENT
• The municipality has had unqualified Audit Reports for five years.
• A full set of financial policies is in place and being implemented.
• There is a dedicated Supply Chain Management unit in place, but there is
a challenge in acquiring staff with the appropriate skills. Those outside
the municipality perceive the SCM process to be subject to corruption in
the awarding of tenders, and this appears to be an area where the
municipality could improve its processes.
• There appears to be little problem with debtors, bearing in mind the low
income base of the municipality.
• There is little evidence of income generating strategies, other than burial
fees, to ensure financial sustainability
SERVICE DELIVERY
• The Ndwedwe Local Municipality IDP is aligned to the budget, and
to the Ilembe District Municipality’s IDP.
• There is close co-operation between the Local and District
Municipalities.
• This municipality is largely rural, with a small town, and 5 nodal
villages. Service delivery is a challenge, with scattered
settlements, many of which are in inaccessible locations with
severe topography.
• Most of the wards have high levels of indigent population and
unemployment.
• The main challenges are bulk infrastructure, electricity, and job
opportunities.
SERVICE DELIVERY
• The municipality is well supported by the District Municipality,
particularly with respect to water provision and sanitation. It is able
to spend all of the grant funding it receives on a regular basis.
• There is a problem with regard to lack of funding for maintenance
of services.
• National funding has been received for the town of Ndwedwe, and
the formalisation process is nearing completion. This will form the
basis for further investment in Ndwedwe.
LABOUR RELATED MATTERS
• Relationships between management and staff appear to be
generally good, particularly on an individual level.
• there are differing perceptions about the functioning of the Local
Labour Forum. It is alleged that scheduled monthly meetings do
not always take place.
• There are a number of unresolved issues, including in particular
skills development and the allocation of resources.
• It appears that the municipality has addressed labour relations
issues, but needs to ensure transparency and effective
communication in this regard.
in the Ilembe “family”
POLITICAL STABILITY
no of respondents
2
1
0
troika: good relationship
Ilembe
troika: working relationship
Mandeni
KwaDukuza
Ndwedwe
troika: poor relationship
Maphumulo
Conflict in this regard only appear to be present in in the Maphumulo Municipality.
in the Ilembe “family”
POLITICAL-ADMINISTRATIVE INTERFACE
no of respondents
2
1
0
P-A relationship: good
Ilembe
P-A relationship: working
Mandeni
KwaDukuza
Ndwedwe
P-A relationship: poor
Maphumulo
Conflict in this regard only appear to be present in in the KwaDukuza and
Ndwedwe Local Municipalities that appear to be experiencing moderate
challenges.
in the Ilembe “family”
PUBLIC PARTICIPATION
no of respondents
5
4
3
2
1
0
PP Frame: Yes
PP Frame: No
Ilembe
Mandeni
C-Comm
relationship: good
KwaDukuza
C-Comm
relationship:
working
Ndwedwe
C-Comm
relationship: poor
Maphumulo
It appears as if Participation Frameworks are in place except in KwaDukuza where there are
conflicting views. However, majority of respondents indicated that relationships between
council and communities are poor
in the Ilembe “family”
PUBLIC PARTICIPATION
CDW relations and CDW linkages to other Ward Structures
no of respondents
5
4
3
2
1
0
Muns relationship - Muns relationship - Muns relationship - CDW-WC linkages: CDW-WC linkages:
CDW: good
CDW: working
CDW: poor
Not defined
Ward Committees
Ilembe
Mandeni
KwaDukuza
Ndwedwe
Maphumulo
All Municipalities are experiencing minor to moderate challenges in this regard.
There appear to be tensions in Maphumulo and KwaDukuza municipalities and the major
contributing factor appears to be that the linkages of CDWs with other ward structures
are not clearly defined.
in the Ilembe “family”
COUNCIL OVERSIGHT
5
no of respondents
4
3
2
1
0
Oversight Framework: Oversight Framework:
Oversight Role: Not
Yes
No
performed/ Performed
poorly
Ilembe
Mandeni
KwaDukuza
Ndwedwe
Oversight Role: Being
done
Maphumulo
The poor response to this section in this District “family” illustrates the weakness of the
oversight function within municipalities.
Oversight Frameworks seems to be in place in iLembe and Mandeni .
in the Ilembe “family”
SERVICE DELIVERY: PRIORITY 1
4
no of respondents
3
2
1
0
SD Priority 1.1: Water
SD Priority 1.1: Electricity
Ilembe
Mandeni
SD Priority 1.1: LED/
Employment
KwaDukuza
SD Priority 1.1: Housing
Ndwedwe
SD Priority 1.1: Other
Maphumulo
There is no clear consensus but WATER seems to be the 1st
priority
in the Ilembe “family”
SERVICE DELIVERY: PRIORITY 2
no of respondents
3
2
1
0
SD Priority 2.1:
Water
SD Priority 2.1:
Electricity
SD Priority 2.1:
Sanitation
Ilembe
Mandeni
SD Priority 2.1:
Roads
KwaDukuza
SD Priority 2.1:
Housing
Ndwedwe
SD Priority 2.1:
Other
SD 2.1 Other: led/
employment/
investment
Maphumulo
Most respondents indicated SANITATION to be the second priority.
in the Ilembe “family”
SERVICE DELIVERY: PRIORITY 3
4
no of respondents
3
2
1
0
SD Priority 3.1:
Roads
SD Priority 3.1:
Electricity
SD Priority 3.1:
Water
Ilembe
SD Priority 3.1:
Sanitation
Mandeni
SD Priority 3.1:
LED/ Employment
KwaDukuza
Ndwedwe
SD Priority 3.1:
Social
Infrastructure
SD Priority 3.1:
Housing
Maphumulo
It appears as if the third priority is HOUSING.
SD Priority 3.1:
Other
in the Ilembe “family”
SERVICE DELIVERY PERFORMANCE
6
no of respondents
5
4
3
2
1
0
Muns Performance: Good
Ilembe
Muns Performance: Average
Mandeni
KwaDukuza
Ndwedwe
Muns Performance: Poor
Maphumulo
Most Municipalities are perceived to perform poorly. The Mandeni, Ndwedwe and
Maphumulo Municipalities appears to experience serious challenges in this regard
followed by KwaDukuza with moderate challenges.
Thank You